and offer them heavy support and service; high-margin, quality-service, and heavy advertising/promotional services – increased market share and improved profitability by a lot Distributors and the brewery’s relationship with them were important to a beer’s success – personal interest and trust really matter Dmitri Brodsky Brodsky was 10 years older than Keller; hired for Konigsbrau-TAK, because his experience and maturity would balance the largely young group of managers Keller attracted 2) • Keller had excellent analytical skills and did a great job of redesigning the sales force organization and of developing a comprehensive set of information and control systems – took him 6+ months though even with Keller pushing him (lazy) • Keller thought Brodsky wasn’t able to react to problems efficiently • Keller had to PUSH him b/c Brodsky is lazy when reaching deadlines – ex: when he needed to register the brand label and brew class of newly acquired brewery • Brodsky’s formal and distant management style hurt his effectiveness as a commercial director • Brodsky had an emphasis on using the administrative systems to minimize face-

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